We have bootstrapped our way to a decent size using generalists, but now we need our first true executive-level leader to own a major department. What is the process for defining this first heavy-hitter role and screening them for conative fit before making an offer?

Question

Tyler Smith · Accepted Answer

Hiring your first executive-level leader from outside your organization is a critical step, especially if you've grown using generalists. Relying solely on a resume and a pleasant interview is a significant risk. A structured approach is essential to ensure a successful hire.

Defining the Role

Before looking at any candidates, you must first define the seat clearly. This begins by outlining the five major responsibilities of the role on your [Accountability Chart](/qa/how-can-ai-optimize-the-accountability-chart-for-eos-organizations-undergoing-exit-planning). Ensure you have a clear understanding of what it means for someone to GWC™ (Get it, Want it, Capacity to do it) the seat. This includes defining:

• "Gets it": Do they inherently understand the role and your business?
• "Wants it": Are they truly passionate about this specific role and your company's mission?
• "Capacity to do it": Do they possess the necessary skills, time, and mental space to excel?

Screening for Conative Fit

Once you have a pool of candidates with the right cognitive skills and industry experience, you must screen them for conative alignment. This is where the Kolbe A Index becomes invaluable. It measures a person's instinctive mode of operating and how they take action, helping you avoid hiring someone who works exactly like you do, especially if that's not what the role needs.

For example, if you are a founder with a high Quick Start score, constantly pivoting and launching new initiatives, your first executive hire needs to bring operational stability. Look for someone with a high score in Follow Thru, which indicates a natural instinct to build structures, document processes, and bring projects to completion. This complementary conative profile can prevent issues like those seen when a [Head of Customer Success with low Follow Thru](/qa/head-customer-success-low-follow-thru-kolbe) struggles to complete initiatives.

During the interview process, use behavioral questions to test for these instincts. Ask candidates to describe how they solved a complex problem in a previous role. Listen for clues:

• Did they start by gathering endless data, indicating a high Fact Finder?
• Did they immediately focus on building a system or process to address it, suggesting a high Follow Thru?

Understanding these conative profiles can also help resolve team conflicts, such as diagnosing why [Sales and Operations heads are constantly in conflict](/qa/kolbe-sales-operations-conflict-handoffs).

Aligning Incentives

Finally, align their incentives with your long-term plan. If your goal is a clean exit in three to five years, structure their compensation with performance-based bonuses tied directly to corporate Rocks rather than departmental vanity metrics. This ensures their efforts contribute directly to the company's overarching strategic objectives and exit readiness, mirroring the strategic alignment needed for a [business exit](/qa/identifying-operational-risks-before-buyer-due-diligence).

Related questions

• [How do we use the Kolbe A Index to diagnose why our Sales and Operations heads are constantly in conflict over project handoffs?](/qa/kolbe-sales-operations-conflict-handoffs)
• [Our Head of Customer Success is a great culture fit and passes the gets it and wants it tests, but her Kolbe score shows she has a very low Follow Thru and high Quick Start. She keeps starting new client retention initiatives but never completes them. Is this a GWC capacity issue, or can we solve this by restructuring her seat?](/qa/head-customer-success-low-follow-thru-kolbe)
• [I am currently sitting in four seats on our Accountability Chart, and I am completely burnt out, but we do not have the cash flow to hire four external replacements. How do I use my conative profile to determine which of these four seats I must delegate first to survive?](/qa/how-to-delegate-four-seats-using-kolbe)
• [How can AI optimize the Accountability Chart for EOS organizations undergoing exit planning?](/qa/how-can-ai-optimize-the-accountability-chart-for-eos-organizations-undergoing-exit-planning)